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May 7, 2021

Does it make sense to professionalise the management of my wealth (or that of my family), treating it in a manner comparable to how I treat my company or other businesses? In other words, should we create a family office?

Does it make sense to professionalise the management of my wealth (or that of my family), treating it in a manner comparable to how I treat my company or other businesses? In other words, should we create a family office?

April 16, 2021

I am writing as the son of a successful father whose enormous shadow I have tried to wiggle out of for much of my professional life. I write this from a personal perspective of watching my first generation of wealth creators struggle to involve their next-gen in the family business.

I am writing as the son of a successful father whose enormous shadow I have tried to wiggle out of for much of my professional life. I write this from a personal perspective of watching my first generation of wealth creators struggle to involve their next-gen in the family business.

February 15, 2021

While 2021 has started not unlike how much of 2020 played out, with Covid-19 infections continuing to spread and many countries reimplementing lockdown measures, the approval and rollout of various vaccines to combat the coronavirus has been an undeniable game-changer for markets. It's provided a clearer road map for a return to some form of normality, although the path ahead is still likely to remain bumpy, with continued uncertainties in the offing.

While 2021 has started not unlike how much of 2020 played out, with Covid-19 infections continuing to spread and many countries reimplementing lockdown measures, the approval and rollout of various vaccines to combat the coronavirus has been an undeniable game-changer for markets. It's provided a clearer road map for a return to some form of normality, although the path ahead is still likely to remain bumpy, with continued uncertainties in the offing.

October 22, 2020

When in The Godfather—cinema’s most brilliant depiction of a business family—the Corleone family come under attack, they ‘go to the mattresses’, ordering their foot soldiers to move into secret apartments, where they will sleep side-by-side on mattresses and await further instruction. 

When in The Godfather—cinema’s most brilliant depiction of a business family—the Corleone family come under attack, they ‘go to the mattresses’, ordering their foot soldiers to move into secret apartments, where they will sleep side-by-side on mattresses and await further instruction.

May 27, 2020

The European Leveraged Loans market—like other credit markets—suffered from a sudden and indiscriminate market price decrease at the beginning of the Covid-19 crisis in March, mainly resulting from lack of liquidity across all sub-investment markets and concerns about future rating downgrades and increased probability of defaults.

The European Leveraged Loans market—like other credit markets—suffered from a sudden and indiscriminate market price decrease at the beginning of the Covid-19 crisis in March, mainly resulting from lack of liquidity across all sub-investment markets and concerns about future rating downgrades and increased probability of defaults.

April 20, 2020

After the first wave of the Covid-19 outbreak in China and East Asia, and the second wave in Western Europe and North America, a third wave now looks to be building in several Emerging Markets (EM) and frontier countries, says Amundi Asset Management. EM and frontier countries may be able to benefit from the experiences and best practices then put in place in countries affected by the pandemic earlier. However, most of them do not have well-equipped health systems and lack the resources to deal with a health emergency vs developed countries. Covid-19 will have very significant negative effects on the economic outlooks for EM, mostly leading to recessions.

After the first wave of the Covid-19 outbreak in China and East Asia, and the second wave in Western Europe and North America, a third wave now looks to be building in several Emerging Markets (EM) and frontier countries, says Amundi Asset Management.

April 6, 2020

Family offices in India have professionalised at an astonishing rate in the four years since Campden Family Connect was founded, but engaging the next generation remains a key concern and the coronavirus pandemic is causing pain as portfolios lose value.

Family offices in India have professionalised at an astonishing rate in the four years since Campden Family Connect was founded, but engaging the next generation remains a key concern and the coronavirus pandemic is causing pain as portfolios lose value.

The fourth anniversary this week of the pioneering global membership community for ultra-high net worth families in India was the ideal opportunity to take stock of what the family office space has achieved in the country, how it is looking now and where it can progress.

February 18, 2020

A significant number of family businesses do not have a succession plan in place. Failure to address this is likely to be to the detriment of the business in the long-run. The family need to decide what the future of the business looks like, and crucially which family members, if any, wish to be involved.

A significant number of family businesses do not have a succession plan in place. Failure to address this is likely to be to the detriment of the business in the long-run. The family need to decide what the future of the business looks like, and crucially which family members, if any, wish to be involved.

January 9, 2020

The year of 2019 was one when many of the six impossible things before breakfast remain unresolved—with the shining exception of Brexit, and the wider resolution of domestic politics. We can still feel the political earthquake which struck the UK last month—we cannot yet see the effect of it. Most political earthquakes, when they happen, are scarcely discerned, and even those which are perceived for what they are, do not easily reveal the new pathways created from the changed landscape.

The year of 2019 was one when many of the six impossible things before breakfast remain unresolved—with the shining exception of Brexit, and the wider resolution of domestic politics. We can still feel the political earthquake which struck the UK last month—we cannot yet see the effect of it. Most political earthquakes, when they happen, are scarcely discerned, and even those which are perceived for what they are, do not easily reveal the new pathways created from the changed landscape.

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